Project Management

Lecture: 7
BEE
18-March-2024
 Precedence Diagraming Method (PDM)
Just like Gantt Charts, it is another graphical tool for
scheduling a Project
Precedence Diagraming Method (PDM)
 Precedence Diagraming Method (PDM)
Forward Pass
Calculates the minimum dates at which each activity can be performed
and, ultimately, the minimum duration of a project.
Activity
Duration

Early Early
Start Finish
 Precedence Diagraming Method (PDM)
Backward Pass
Determines the latest dates by which each activity can be performed
without increasing the project’s minimum duration.

Late start Late

Finish
Precedence Diagraming Method (PDM)

Float/Slack Calculation

Float = LS – ES
OR
LF - EF
 Precedence Diagraming Method (PDM)

Determine the Critical Path

CP = Longest path with zero

float/slack
Precedence Diagraming Method (PDM)
CRITICAL PATH METHOD USAGE

• Determines the duration of the project

• Outlines the activities that require attention to

complete the project in within time

• Can also be used to shorten the duration of the

project (by reducing the length of the path)

In 1958, the technique was developed by Du Pont. By applying the method

of CPM at its Louisville Plant, the company was able to reduce the average
turnaround downtime due to maintenance operations from 125 hours to
78 hours (37.6%). As a result, production of the plant was increased by 25%.
 CPM Limitations
• It is rigid and does not allow flexibility. The durations on the
projects are mostly guessworks and if a guess work goes wrong,
the complete duration of the project changes.

• During the execution of the project, the critical path may

change due to many factors, most common of them being
new things added to the scope of the project or any activity
getting delayed. This changes the whole focus of the project
manager to concentrate on the new critical path and
sometimes a totally new set of activities.

• The CPM is only good for the completion of project in time,

whereas, it does not focus on activities and tasks that may be
crucial for a project's success, as these tasks may not lie on the
critical path.
o To overcome this problem, we use two different methods.
▪ Assign priority to the tasks to highlight their importance
for the success of the project
▪ Assign Milestones.
 Milestones
 A milestone is a significant point or event in a project (PMBOK)
 It describes a point in time during a project which marks a valuable
achievement to indicate that the project is approaching its goals and objectives.
 The need for the milestones was felt due to an embedded limitation of the Critical Path
Method i.e. the critical path only highlights the activities which are critical to meet the
project schedule. It does not relate any activity to the project goals and objectives to
mark the success of a project. Also, the critical path, during the execution of the project
may also change.
 Therefore, Milestones are used to mark significant events during a project to gauge
the success of the project.
 There are two types of Milestones
 Mandatory (required by the contract)
 Optional (based on historical data or project teams presumptions)
 Milestones are similar in structure as other activities, but their duration is zero.
 Milestones

It can be anything e.g.

• A very important or Key deliverable
So, What
• Project Start and/or End dates
really is a • Any significant meeting or presentation
Milestone? • Any significant approval
• Any significant activity completion

It can be anything in the Project which marks forward

progress of a project. Milestones serve as a checkpoint
towards a project's way to success, which is related to
the end results and not just only time.
Milestones